Behind the Smile - Is it really a performance issue, or is it bias?

We've all heard the saying that employees often leave managers, not companies. But what about when employees are terminated? More often than not, the stated reason is poor performance. Yet, if we delve deeper, we might find a different story—one where the root cause lies in personality clashes and managerial bias rather than actual performance issues. This is especially true for employees from underrepresented communities.

The Hidden Bias in Performance Management

When an employee struggles with tasks or seeks more involvement, they may propose new ideas or projects. If they lack a supportive manager, their enthusiasm wanes, feeling undervalued and overlooked. This is particularly common for employees from underrepresented communities who often find themselves excluded from key opportunities.

Many leaders subconsciously gravitate towards team members who mirror their own traits and values—a phenomenon known as affinity bias. When an employee doesn't fit this mold, they are often unfairly perceived as underperforming. Consequently, managers, along with HR, may take steps to alienate and isolate these employees through micromanagement, stricter deadlines, and exclusion from important meetings and events.

Recognizing the Real Issue

Instead of immediately jumping to performance management, it's crucial to identify whether the issue is genuinely performance-related or rooted in bias. Rather than weaponizing HR policies to manage someone out, a more inclusive approach would involve:

1.      Consistent, Documented Meetings: Ensure regular one-on-one meetings between managers and employees, with clear agendas covering expectations, performance, and developmental needs. Documenting these meetings creates a transparent record that holds both parties accountable.

2.      Inclusive Team Feedback: Gather input from the entire team, not just the manager's favored employees. This provides a more balanced view of the employee’s performance and contributions.

3.      Reassignment to Supportive Leaders: Transfer the employee to a manager known for their awareness of unconscious bias, who fosters a diverse team and excels in employee development and promotion.

The Broader Impact

Handling conflict fairly is vital not just for the individual employee but for the company’s overall health and reputation. Employees are always observing how conflicts are resolved. If they see unfair practices, it undermines trust and morale, leading to higher turnover as more employees plan their exit.

Recently, I encountered a case where an employee, long tenured and previously high performing, was suddenly deemed underperforming under a new manager. Despite attempts to address the situation through the company’s processes, it was clear to their coworkers that bias played a role. As a result, several of their colleagues resigned, dissatisfied with how the company handled the situation.

Creating a Fair and Inclusive Workplace

To ensure fairness and inclusivity in performance management, companies should:

1.      Standardize Processes: Implement consistent and transparent processes for performance evaluation, ensuring they are free from personal biases.

2.      Promote Diversity Training: Invest in training for managers on unconscious bias and inclusive leadership practices.

3.      Foster Open Communication: Encourage open dialogue between employees and managers, providing safe spaces for employees to voice concerns without fear of retribution.

By addressing these issues head-on, companies can create a more inclusive and fairer workplace, where all employees have the opportunity to thrive and be judged solely on their performance and potential, not on the biases of their managers.

"Behind the Smile" is a collection of articles focused on improving the employee experience and building an inclusive work culture. Andrea Dempsey, an experienced talent management and DEI professional, concentrates on creating equitable programs that enhance the employee experience, fostering a lasting and productive partnership between employer and employee. The thoughts expressed in this series are her own and do not represent the companies she works for.